Strategic Knowledge Creation Research Articles

Examining the Impact of Strategic Learning on Strategic Agility

The main aim of this study is to examining the Impact of Strategic Learning on Strategic Agility in Elba House Company in Jordan. The study adopts the demonstrative analytical approach to achieve their objectives. A total of (55) individual, (47) were respondents and answered the questionnaire distributed. The study finding that the strategic learning (strategic knowledge creation, strategic knowledge distribution, strategic knowledge interpretation and of strategic knowledge implementation) has significant impact on strategic agility in Elba House Company in Jordan. Therefore, the officials in Elba House Company in Jordan can use the current findings to develop specific plans and strategies for strategic learning based on the objective basis according to the company needs of skills and expertise to develop and improve the performance levels. As well as, Elba House Company in Jordan must owning the strategic vigilance to improve the strategic agility.

Unmasking the capability of strategic learning: a validation study

PurposeThe strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept.Design/methodology/approachThe article confirms the validity of the developed measurement instrument with expert evaluations and quantitative data from the analysis of 206 Finnish software companies. Structural equation modelling was the primary statistical technique used.FindingsThe results of the validation study suggest that strategic learning is a multidimensional construct that is manifested through the sub‐processes of strategic knowledge creation, distribution, interpretation, and implementation. The results demonstrate that the reliability and validity of the developed measurement model is satisfactory, thus enabling its use in further studies.Research limitations/implicationsAlthough the validation study and the use of a panel of expert judges present substantial support for the developed construct, future research is necessary to continue to examine and refine the measure in other industries and cultural contexts.Practical implicationsExecutives and practitioners can use the developed tool to identify potential areas for improvement and thus bring focus to organisational development efforts to enhance collective strategic learning.Originality/valueThis study contributes to strategic management research by developing and validating a measurement method for the concept of strategic learning. To date, the empirical research of strategic learning has been mainly limited to descriptive case studies, and the literature lacks a comprehensive measurement tool.

Strategic knowledge management in aerospace industries: a case study

PurposeThe objective of this paper is to develop a model for planning and establishment of knowledge management (KM) strategy in one of the Iranian Sub‐stream Aerospace Industries Organization to improve company's performance.Design/methodology/approachThis research tries to use multi‐method approach by integrating balanced score card, which is a renowned strategic management approach, and Nonaka and colleagues' knowledge creation process (socialization, externalization, combination, and internalization model), which is a well‐known knowledge creation and conversion model, being adopted as the foundations of strategic knowledge management model (SKMM).FindingsThe analytical approach identifies eight issues as critical success factors of the knowledge strategy map in this case study. The overall results from the case study are positive as well, thus reflecting the appropriateness of the suggested SKMM model.Research limitations/implicationsSKMM can be used to help forward the plan, establishment and evaluation of KM strategies and initiatives. This helps to ensure that the essential issues are covered during design and implementation phases of KM strategies.Originality/valueThis paper further provides an integrated perspective of KM metrics in high‐tech industries including the aerospace industry. It gives valuable information and guidelines that hopefully will help leaders to consider important issues during performance measurement of KM strategies in organizations.

Universities and strategic knowledge creation: specialization and performance in Europe

Universities and strategic knowledge creation: specialization and performance in Europe

Strategic knowledge creation: the case of Hamamatsu Photonics

Strategic management can be viewed as a mechanistic or an organic process. In the former, strategic formulation is based on environmental analysis. In the latter, managers are advised to frame strategies on the unique inimitable internal resources. While both heuristics are feasible, the ontological and epistemological foundations of strategic management can be elaborated. A knowledge-based view posits that both indigenous and exogenous factors need to be considered in strategy formulation because companies are in a dialectic environmental interaction. The integral components of the knowledge-based strategy are knowledge vision, driving objectives, dialogues, creative routines, and shared context of interaction (Ba). The space-time specific interaction of these components is illustrated in the example of Hamamatsu Photonics, Ltd., a Japanese company that has recently received attention for its production of the large photoelectron cell. Professor Koshiba was awarded the 2002 Nobel Prize in Physics for his research aided by the photoelectron cell.

Strategic Learning: The Continuous Side of Discontinuous Strategic Change

The author introduces the concept of strategic learning to explain long-run dynamics of strategic behaviors and organizations. Because a firm's long-run adaptation is realized through a series of strategic behaviors and organizational innovations, organizational capability to design effective strategic behaviors and organizational structure is critical for a firm's growth and survival. A series of strategic behaviors is shaped through the stable generation mechanism. Strategic learning is organizational learning that improves the strategic capability of the organization and changes the basic assumptions underlying the stable generation mechanism that structures the strategic behavior design process. Organizations have various levels of knowledge and learn at all levels. The levels of organizational learning interact, making higher order learning such as strategic learning problematic. Distinguishing characteristics of strategic learning are that it is learning without questioning and without unlearning in advance. It starts from a current set of basic assumptions and ends with a new set of basic assumptions. Referring to related literature and a case study, the author describes the process of strategic learning as an intraorganizational ecological process, integrating various levels of learning in organizations and including processes of both strategic knowledge creation and strategic knowledge distillation. He also discusses theoretical and practical implications derived from the strategic learning model.

Engendering Corporate Scholarship: For Top Level Management Performance

This paper examines the nature of an emergent Learning Partnership between BAA plc and the University of Surrey. It looks at the development of action learning work‐based management qualifications at MBA, DMS and CMS levels as an interactive platform for organizational development. It illustrates how a “dynamic curriculum” and electronic Internet service infrastructure are assisting in enhancing the effectiveness of management development in this process, with special emphasis on the resourcing and facilitation of tactical and strategic knowledge creation.